、设计、营销、分销、对最终消费者的支持以及整个过程的管理等活动”。全球生产网络分析超越了供应商和制造商的互动，并将影响和塑造全球生产的几个行为者纳入框架，如国家政府、工会和非政府组织。此外，全球生产网络分析强调了生产的社会和制度嵌入性，并考察了行动者之间的权力关系，这种关系随着生产在多个全球地点的传播而不同。
The advantages and disadvantages of a global integrated strategy were set out by Dickens. Adopting this type of strategy increases the corporation’s oligopoly power past the size of specific national markets via the exploitation of scale and experience. The TNC is in a better position to exploit the rising inconsistency between yielding markets for good and inefficient markets for manufacturing factors. Also, the firm is more likely to engage in transfer pricing and the specialized and embedded functions of operations within a country, makes the government less likely to adopt a hostile stance towards the firm. But a global integrated strategy includes risks and costs. This strategy leaves the TNC susceptible to disturbance of their operations or a part of it, due to labor unrest or government policies. Fluctuations in currency exchange rates might interrupt integration strategies, radically changing the economies of interfirm transactions of in-between and end products. Performance requirements or different limitation might be forced into the firm by governments that obstruct the optimum operations of a corporation’s integrated production chain. Last but not least, managing global integrated operations is more multifaceted and challenging than that of managing individual national subsidiaries. (Dickens, 1998)
狄更斯阐述了全球一体化战略的优点和缺点。采用这种类型的战略通过利用规模和经验，使公司的寡头垄断权力超过特定国家市场的规模。跨国公司处于更好的地位，可以利用好的收益市场和制造业要素的低效市场之间日益增长的不一致性。此外，该公司更有可能参与转让定价，而在一个国家内运营的专业化和嵌入式功能，使政府不太可能对该公司采取敌对立场。但全球一体化战略包括风险和成本。这一策略使跨国公司的运营或部分运营容易受到劳工骚乱或政府政策的干扰。货币汇率的波动可能会中断一体化战略，从根本上改变中间产品和最终产品的公司间交易经济。绩效要求或不同的限制可能会被政府强制要求进入公司，阻碍公司综合生产链的最佳运营。最后但并非最不重要的是，管理全球综合业务比管理单个国家子公司更具多面性和挑战性。
A value chain analysis is important when constructing global strategy. The purpose of this analysis is to locate in which functions and procedures of production and organizational services provide the firm with competitive advantage and which of them can be sliced and integrated into a global network. Global strategy formulation depends on the interaction of comparative advantages of locations and competitive advantages of the firm. While comparative advantage helps to decide on the location that provides more value, competitive advantage helps the firm to recognize which activities can be outsourced and which activities the firm should focus its resources. The value chain is a set of activities taken by the firm to perform business, such as the production of a product, sales or after sales support. For those activities, there are two types of competitive advantage firms can create. First is low cost; the ability of the firm to engage in business actions within the value chain in relative low cost from its competitors. Second is differentiation; a unique way of conducting activities and creating products that differentiate the firm from its competitors. (Gereffi, 2015).
价值链分析在构建全球战略时非常重要。这项分析的目的是确定哪些生产和组织服务的职能和程序为公司提供了竞争优势，哪些职能和程序可以分割并整合到全球网络中。全球战略的制定取决于区位比较优势与企业竞争优势的相互作用。虽然比较优势有助于决定提供更多价值的地点，但竞争优势帮助企业认识到哪些活动可以外包，哪些活动应该集中资源。价值链是公司为开展业务而采取的一系列活动，如产品生产、销售或售后支持。对于这些活动，企业可以创造两种类型的竞争优势。首先是低成本；企业在价值链中以相对较低的成本参与商业活动的能力。二是分化；开展活动和创造产品的独特方式，使公司有别于竞争对手。
There are three competitive dynamics that drive lead firms to become more global. These are cost, flexibility and speed. Due to these competitive pressures, capital implements a spatial fix involving divestment and investment in variant regions. High cost regions go through a process of deindustrialization, while low cost regions are targets for new investment assisted by the rise of a new international division of labor. This spatial fix temporarily reliefs global corporation from their cost problems but does not pose a long-term solution for overcoming competition, the other two dynamics -flexibility and speed- might be more important. Lead firms have begun to understand that competitive advantage can be
